The document discusses enterprise architecture (EA) roadmapping and business transformation. It addresses several topics: where to start roadmapping priorities; partitioning work; keeping projects on track; best practices; and real-world examples. Diagrams from The Open Group Architecture Framework (TOGAF) are presented and clustering models and maturity models are proposed for managing interdependencies between projects and assessing organizational readiness for change. The presentation emphasizes that EA roadmaps are complex and nonlinear in reality.
EA roadmapping: business-transformation in a complex world
1. the futures of business
EA roadmapping
business-transformation in a complex world
Tom Graves, Tetradian Consulting
Vlerick Business School, 26 September 2014
2. Hi. I’m Tom Graves.
(enterprise-architect, business-anarchist,
confusionist, nuisance, that kind of stuff…)
3. About EA roadmaps
• Where to start – priorities
• Partitioning the work
• Keeping on track
• Roadmapping best-practices
• Real-world examples
4. Into practice…
(Each ‘Into practice…’ section
provides a brief moment to explore
implications of the preceding ideas.
Use the text on the slide to guide
a quick review of related design-themes
in your business-context.)
9. Realising the architecture
We’ll need:
set of change-projects?
(developed with or by solution-architects)
appropriate governance?
roadmap for change?
10. Practice: As-Is Change
For your business-context, at present…
• How do you tackle architectural change?
• Who decides on how to do change-work?
• What governance do you use for change?
• Who are the stakeholders in the change?
• How do you engage stakeholders in this?
Summarise your as-is model of change itself.
12. “You don’t want your strategies
following spaghetti roads
- you want them moving
through your company
on logical, straight highways.”
(well-known large consultancy)
13. “The enterprise architecture
transition plan is a simple artifact.”
It consists of a set of:
- Gantt charts
- transformative investments
- planning time-horizons (in years)
- SDLC phases
- descriptive narrative
(well-known EA consultant)
14. It all seems logical, doesn’t it?
Simple, straightforward, certain.
But in real EA practice, where
does it actually lead us?
20. Practice: As-Is Process
For your present change-processes…
• How much do they rely on ‘logical, straight
highways’ and ‘simple artifacts’ such as
Gantt charts?
• How well do they seem to work, in practice?
What works? What doesn’t work?
• In what contexts do they work, or not work?
What factors seem to apply in each case?
Review the effectiveness of your change-process.
22. Some factors in change…
- interdependencies
- inherent-uncertainties
- complexities of budgeting
- engagement of people
- a compelling story of change
23. Practice: Factors in change
For your business-change context…
• How much do these factors apply:
• interdependencies?
• inherent-uncertainties?
• complexities of budgeting?
• engagement of people in change?
• creating a compelling story for change?
• What other factors apply in your EA change?
Review the impacts on your change-context.
25. Use a maturity-model
Maintain
the dialogue
Step 4: Work with the real world
(bottom-up assessment)
Step 3: Strategy and stuff
(top-down assessment)
Step 2: Clean up the mess
(horizontal assessment)
Step 1: Know your business
(focus on business-purpose)
Step 5: Pull together
(spiral-out assessment)
(Start EA
dev’ment)
Level 1:
Ad-hoc
Level 2:
Repeatable
Level 3:
Defined
Level 4:
Managed
Level 5:
Optimised
Prepare and maintain foundations for architecture
(Initial
pilot test)
Based in part on TOGAF maturity-model, in turn derived from CMMI maturity-model
26. Stepping-stones of architecture
What to do to build architectural-maturity
Each stepping-stone builds on those before:
•Step 0: Prepare (and maintain) the foundations
•Step 1: Build an overview of the business
•Step 2: Clean up the mess (and keep it clean)
•Step 3: Guide and manage strategic change
•Step 4: Ensure robust resilience, continuity
•Step 5: Service the business’ deeper needs
•Maintain as enterprise-wide shared capability
27. In reality…
…it’s not actually step-by-step.
In practice, all of these steps
have to happen somewhat in parallel.
Yet the interdependencies are real.
We need to build with awareness that,
ideally, this should come before that.
(And awareness of consequences that arise
from doing things out of ideal-order, too.)
28. Step 1: Know your business
Step 5
Pull together
Step 4
The real world
Step 3
Strategy and stuff
Step 1
Know your business
(Start
EA)
Prepare architecture foundations
(Pilot
test)
Step 2
Clean up the mess
Extend •Emphasis: ‘big-picture’
•Examples: whole-of-enterprise
overview, end-to-end
and top-to-bottom integration
1A: Vision, values, principles
and purpose
1B: The enterprise context
1C: Functions and services
1D: Architecture governance
29. Step 2: Clean up the mess
Extend •Emphasis: ‘horizontal’
Step 5
Pull together
Step 4
The real world
Step 2
Clean up the mess
Step 1
Know your business
(Start
EA) L1
Prepare architecture foundations
(Pilot
test)
Step 3
Strategy and stuff
•Examples: optimise systems,
reduce redundancy
2A: Business-systems and
information-systems
2B: What do we have?
2C: Guiding the process of
change
30. Step 3: Strategy and stuff
Extend •Emphasis: top-down
Step 5
Pull together
Step 3
Strategy and stuff
Step 2
(Start
EA) L1 L2
Clean up the mess
Step 1
Know your business
Prepare architecture foundations
(Pilot
test)
Step 4
The real world
•Examples: impact of strategy,
change of regulation, service-design
3A: Expand out from IT
3B: This goes with that
3C: Abstract-services
3D: Compliance and quality
31. Step 4: Work with the real world
Extend
Step 4
The real world
(Start
EA) L1 L2 L3
Step 3
Strategy and stuff
Step 2
Clean up the mess
Step 1
Know your business
Prepare architecture foundations
(Pilot
test)
Step 5
Pull together
•Emphasis: bottom-up
•Examples: disaster-recovery,
risk-assessment, run-time
load-balancing
4A: Design for service
flexibility
4B: Plan for business-continuity
4C: From qualities to
values
32. Step 5: Pull it all together
(Start
EA) L1 L2 L3 L4
Step 5
Pull together
Step 4
The real world
Step 3
Strategy and stuff
Step 2
Clean up the mess
Step 1
Know your business
Prepare architecture foundations
(Pilot
test)
Extend •Emphasis: ‘spiral-out’
•Examples: data-quality,
service-management planning,
business ‘pain-points’
5A: The service-oriented
enterprise
5B: Dealing with ‘wicked
problems’
5C: Enhancing enterprise
effectiveness
33. Beyond level 5: What next?
(Start
EA) L1 L2 L3 L4 L5
Step 5
Pull together
Step 4
The real world
Step 3
Strategy and stuff
Step 2
Clean up the mess
Step 1
Know your business
Extend
Prepare architecture foundations
(Pilot
test)
•Emphasis: integration
•Examples: architecture as an
enterprise-wide responsibility
XA: Hands-off architecture
XB: Architecture as relevance
34. Practice: Maturity-models
For your present change-processes…
• Do you use a maturity-model to guide
mapping of interdependencies, and inter-project
scheduling, in the roadmap?
• If yes, how might this be improved?
• If no, what differences might using a
maturity-model make?
Review potential usage in your change-process.
36. The role of clustering
Clustering systems into chunks
around a theme such as single-source-
of-truth
Enables a change-roadmap based on
chunk-by-chunk implementation –
particularly when coupled with an
overall service-oriented architecture
37. A real-world example
Logistics industry – emphasis on
transformation of information-systems
Chunking based on, and delivers:
- Functional Business Model
- Functional Cost Model
- Business Systems Model
- Information Systems Model
(and other technical-detail models as required)
38. Function-model: tier-1
Accept Orders
Contact
Customer
Manage the Business
Deliver Orders
Process Orders
Support the Business
Fulfil
Orders
39. Function-model: tier-2
Accept Orders
Contact
Customer
Manage the Business
Manage
Materials
Strategies
Deliver Orders
Process Orders
Support the Business
Consolidate
Orders
Manage
Production
Management
Manage Container &
Manage
Licensee
Outbound
Operations
Manage
Materials
Receipt and
Verification
Label Strategies
Manage
Facility
Pre-
Production
Processing
Manage Vehicles
Manage Equipment and
Equipment-Strategies
Manage
Facility
Property
Manage
Relationship
with
Licensees
Manage
Asset
Service
Providers
Manage Transport
Sub-Contracts for
Delivery
Manage NCR-Code
Configurations
Define
Processing
Strategies
Define
Performance
Management
Manage Production
Systems Strategies
Design and
Develop Facility
Infrastructure
Manage Production-
Planning Strategies
Manage
Facility
Information
Manage Core
Business
Manage Post-
Production
Operations
Setup for
Contractor
Delivery
Manage
Equipment
Maintenance
Manage
Production
Operations
Accept
from
Contractor
Accept
from
Agency
Accept at
Facility
Accept at
Customer
Location
Manage Human Resources Manage Finance
Manage Facility
Administration
Process
Service
Requests
Handle
Customer
Complaints
& Inquiries
Support
Customer
Bulk Orders
Prepare
Customer
Transfer
Fulfil
Order
Process
Fulfillment
Requests
Handle
Fulfillment
Complaints
& Inquiries
Support Bulk
Fulfillment
Orders
Prepare
Fulfillment
Transfer
40. Function-model: tier-3
Customer
Maintain inventory of
containers
Facility / Infrastructure
Design & Development
Construct
Facilities &
Equipment
Equipment
Management
Determine prod’n
principles &
policies
Manage
Develop & maintain
Dangerous Goods
policies & procedures
Relationship with
Licensees
Materials
Management
Processing
Strategies
Performance
Management
Maintain Prod’n
Structure
Information
Define terminology,
& codes
Inbound Outbound
Transport
Support
Process
Accept at
Customer
Location
Verify Order
Check and prepare
vehicle
Accept from
Contractor
Handover order
documentation to
transport driver
Receive inbound order
from agency
Record agency
order violations
Accept at
Facility
Road Transport
Operations
Drop Off Orders &
empty containers
Handle vehicle
incidents (breakdowns,
re-fuel, etc.)
Capture transport run
events
Drive transport vehicle
between locations
Pick Up Orders &
empty containers
Production
Operations
Machine
Preparation
Machine
Production
Moulding
Manual
Preparation
Complete preparation
of orders into
consignments
Capture
production events
Commence carrier
service
Production
Management
Carrier staff verify
Staffing & Rostering
Corrective Action for
consignment details & hand
over consignment to
contractor
Lodge consignments
with carrier
Verify / accept
consignment
Time and
Attendance
Processing
Visit "trans-ship" port
Complete carrier
service
Receive & verify
consignments
Handle consignment
exceptions
Separate and store
containers etc. in preparation
for transport to facility
Domestic Carrier Transport
Operations
Setup for
Non-Contractor
Delivery
Check & Prepare
Delivery Vehicles
Document Handover
to Transport
Driver
Operate Vehicle for
Transport Runs
Deliver Container to
Customer
Capture
Non-Contractor
Delivery Events
Drop Off / Pick Up at
Facility Depot
Handle Customer
Returns
Planning & Monitoring of
Carrier Services
Setup for
Contractor
Delivery
Determine required
lodgement &
handover times
Receive new/
updated schedules
from carriers
Develop & maintain
carrier lodgement
schedules
Monitor carrier
services & provide
corrective action
Assess disputed/
late consignments
Pre-Production
Processing at
Facility
Transport Facility
Management
Time and
Attendance
Monitoring & Control
Review Facility
Performance & implement
improvements
Licensee
Outbound
Operations
Inspection of
outbound product
Prepare licensee
consignment for
despatch
Capture outbound
volumes and
events
Despatch outbound
product via licensee
carrier
Planning &
Scheduling
Staffing & Rostering
Manage
Consolidate
Orders
Stream orders
into production
batches
Manage batch
containers prior
to pick up
Create & Maintain
Facility NCR-Code
Plans
Estimate Production
Volumes
Plan & Schedule
Production
Operations
Monitor Order
Processing
Review Facility
Performance & imp.
improvements
Quality Control
Dock Management
Corrective Action for
Transport &
Delivery
Materials
Receipt and
Verification
Inspection of
inbound materials
Process “Under
Bond” Materials
Process Hazardous
Materials
Handover Materials
to Warehouse
Receive Transfers
at Facility
Transfers Damage
Check
Slotting /
Sequencing
Interleaving
Pre-Mould Verify
Slippage
Adjustment
Batch Alignment for
Moulding
Capture Processing
Events
Process Service
Requests
Process Requests
Process Other
Requests
Process Payment
for Service
Handle Customer
Complaints &
Inquiries
Receive & record
notification of
problems
Investigate &
resolve problems
Report Status of
Order
Handle general
inquiries
Support Customer
Bulk Orders
Advise customer
of bulk-order
issues
Manage
Customer Order
Quality
Support customer
bulk orders
Prepare Customer
Transfer
Plan Transfer
Production
Prepare Transfer
Data
Prepare Transfer
Production
Prepare Transfer
Documentation
Consumable
Tools
Management
Specify Tools
requirements
Acquire & Locate
Consumable Tools
Maintain inventory of
Consumable Tools
Manage & perform
maintenance of
Consumable Tools
Container & Label
Management
Specify container
requirements
Acquire & Supply
Containers
Manage & perform
maintenance of
containers
Label Policy & Design
Manage Label Stock
Specify vehicle
requirements
Vehicle
Management
Purchase or Lease
vehicles (&
accessories)
Dispose of vehicles
Maintain inventory of
vehicles
Manage contracts
with fuel suppliers
Monitor payments to
fuel suppliers
Manage allocation of
vehicles to facilities
Manage vehicle
registration &
insurance
Prepare claims for
diesel & alternative
fuel grant
Manage
maintenance of
vehicles
Design, Specify &
Evaluate New
Equipment
Purchase/Dispose
Equipment &
Spares
Install & Relocate
Equipment
Develop
Maintenance
Strategies
Monitor & Optimise
Performance &
Reliability
Ensure Logistics &
OH&S Compliance
Manage Equipment
Configuration
Manage Technical
Documents &
Support Systems
Manage Inventory,
Repairs & Stores
Infrastructure
Property
Management
Specify Property
Requirements
Acquire Property
Dispose of Property
Manage Building
Administration
Establish & Maintain
Relationships with
Licensees
Calculate Revenue due
from Licensees
Specify materials
requirements
Acquire & Locate
Materials
Maintain inventory
of Materials
Select & Manage
Asset Maintenance
Service Providers
Evaluate & select
Asset Maintenance
Service Providers
Establish & maintain
Asset Maintenance
Contracts
Monitor Service
Provider performance
Terminate Contract
Manage Transport
Sub-Contractors
Maintain Contractor
Service Information
Evaluate & Select
Transport
Contractors
Establish & Maintain
Transport Contracts
Monitor Contractor
Performance
Manage Payments
to Contractors
Terminate Contract
Select & Manage
Agencies
Evaluate & Select
Agencies
Establish & Maintain
Contracts with
Agencies
Monitor Agencies
Performance
Manage Payments
To/From Agencies
Terminate Contract
with Agency
NCR-Code
Management
NCR-Data Strategy,
Policy &
Procedures
Maintain NCR
Information
Maintain Machine
Configuration Data
NCR Configuration
Improvement
Manage Machine-
Specific NCR
Configuration
NCR Code-Sharing
Management &
Support
Processing Policy,
Procedures &
Governance
Sorting Strategy &
Design
Develop Processing
Plans
Measurement of
Service Quality
Measure Financial
Performance
Measurement of
Resource Utilisation
Performance
Analysis
Production
Systems
Initiate Project
Evaluate
Solutions
Finalise Project
Systems support
& maintenance
Develop /
Enhance System
Implement
System
Determine
business systems
strategies
Systems control
& Administration
Specify Facility
Requirements
Model Proposed
Solutions
Select & Design
Preferred
Solution
Plan & Schedule
Facility
Development
Implement
Facility Changes
Production
Planning
Determine prod’n
strategy &
direction
Capacity Planning
Investment
Planning
Legislative
Compliance
Production
Capability
Analysis
Manage Facility
Information
Define Costing
Reference Data
Manage barcoding
standards, formats
& characteristics
Manage central
storage of event
information
Manage
inventory of
scanners
Manage central
storage of production
volumes
Manage Post-
Production
Operations
Plan & Schedule
Operations
Staffing & Rostering
Capture Machine
Changes
International Carrier
Transport Operations
Receive inbound
containers at origin
port
Handover outbound
containers at
destination port
Transport bond
containers from origin
port to destination port
Manage Core
Business
Develop Business
Strategies
Manage business
performance &
operations
Co-ordinate
Projects
Develop Business
Plans
Manage Projects
Develop business
perf. measures
& targets
Receive Container
from Contractor
Drop-Off
Receive Misdirected
Container from
Contractor
Deliver Container
via Contractor
Record errors &
notify customer
Store articles
Verify Customer
Pick-up
Handle
Undeliverables
(including missorts)
Calculate Priority
Delivery Charge
Capture Contractor
Delivery Events
Despatch Container
for Contractor
Pick-Up
Handle delivery
vehicle incidents
Establish
Production Volumes
Time and
Attendance
Monitor Post-
Production
Operations
Corrective Action
Review Facility
Performance &
Implement
Improvements
NCR-Code
Updates
Capture Machine
Configuration
Changes
Capture Tool
Changes
Capture and Notify
NCR-Code Changes
Equipment
Maintenance
Plan & Schedule
Equipment
Maintenance
Perform & Reord
Equipment
Maintenance
Correct & Record
Equipment Faults &
Parts Usage
Monitor & Report
Maintenance
Compliance
Modify Equipment
Optimise
Equipment
Performance &
Reliability
Handle Non-Valid
Orders
Capture volumes
& machine
statistics
Prepare agency
consignments
Prepare product
for road transport
Inward Dock
Operations
Initial Preparation
Move Product
between
processing steps
Order
Configuration
Capture Order
Assemble Order
Prepare order
documentation
Accept Agency
Order
Capture inbound
order events
Print & apply
agency identifier
labels
Reconciliation of
agency bills &
orders
Receive Order
Lodgement
Receive electronic
order via internet
Process electronic
order via email
Verify Order
Preparation &
Streaming
Handle Rejected
Orders
Capture Order
information
Process Payment
for Order
Handover Order
to Transport
Driver
Capture actual
acceptance
events
Finance
Provide Financial
Analysis & Direction
Support Business
Cases
Produce budgets &
forecasts
Manage Financial
Policy & Procedures
Record & monitor
expenditure
Human Resources
Succession
Planning
Recruitment
Maintain employee
records
Occupational Health
& Safety
Operational Training
Leave
Staff Development Industrial Relations
Administration
Facility Administration
General
Administration
Perform & Manage
Stores Function
Manage Technical
Documents
Maintain Technical
Help Desk
Capture
Consolidation
Events
Accept Inbound
Requests
41. Functional Business Model
• Model is hierarchy of four levels of business
• Function, Process, Activity, Task
• diagram shows Function, Process, Activity only
• Map each project, application onto Model
• visually highlighted overlaps between projects
• data overlaps indicate possible ‘multiple sources of
truth’ and other data-quality issues
• gaps indicate possible gaps in IS support
• also may indicate potential new projects
• example: support for quality-system corrective-action
42. Functional Cost Model
• Overlay on Functional Business Model
• full cost-breakdown to level-3 (Activity)
• aggregate costs for each Function, Process
• Map costs to Activity, project, application
• enables ‘what-if?’ analysis
• “what cost reductions could we achieve if…?”
• enables more precise targeting of projects
• high-cost project targeted on low-value Activity?
• combined high-cost projects overlapping Activity?
• no applications supporting high-value Activity?
43. Business Systems Model
Determine prod’n
principles &
policies
Accept from
Contractor
Capture Order
Assemble Order
Prepare order
documentation
Handover order
documentation to
transport driver
Accept
Agency Order
Receive inbound order
from agency
Record agency
order violations
Capture inbound
order events
Print & apply
agency identifier
labels
Reconciliation of
agency bills &
orders
Materials
Management
Outbound
Manage Core Business
Develop Business
Strategies
Develop Business
Plans
Manage
Relationship with
Licensees
Verify Order
Handover Order
to Transport
Driver
Capture actual
acceptance
events
Co-ordinate
Projects
Inbound
Receive Order
Lodgement
Accept at
Customer
Location
Accept at
Facility
Receive electronic
order via internet
Process electronic
order via email
Verify Order
Preparation &
Streaming
Handle Rejected
Orders
Capture Order
information
Process Payment
for Order
Customer
Process
Production
Management
Support
Construct
Facilities &
Equipment
Production
Operations
Machine
Preparation
Moulding
production events
Manual
Preparation
Human Resources
Succession
Planning
Develop & maintain
Dangerous Goods
policies & procedures
Recruitment
Maintain employee
records
Occupational Health
& Safety
Capture
Operational Training
Staffing & Rostering
Corrective Action for
Leave
Time and
Attendance
Processing
Administration
Finance
Maintain Prod’n
Structure
Information
Define terminology,
& codes
Licensee
Outbound
Operations
Inspection of
outbound product
Prepare licensee
consignment for
despatch
Capture outbound
volumes and
Despatch outbound
product via licensee
Provide Financial
Analysis & Direction
Support Business
Cases
Maintain inventory of
containers
Processing
Strategies
Pre-Production
Processing at
events
carrier
Produce budgets &
forecasts
Manage Financial
Policy & Procedures
Facility
Record & monitor
expenditure
Transport
Check and prepare
vehicle
Road Transport
Operations
Drop Off Orders &
empty containers
Handle vehicle
incidents (breakdowns,
re-fuel, etc.)
Capture transport run
events
Drive transport vehicle
between locations
Pick Up Orders &
empty containers
Staff Development
Manage
Consolidate
Orders
Create & Maintain
Facility NCR-Code
Plans
Estimate Production
Volumes
Plan & Schedule
Production
Operations
Monitor Order
Processing
Review Facility
Performance & imp.
improvements
Quality Control
Dock Management
Corrective Action for
Transport &
Delivery
Process Service
Requests
Process Requests
Process Other
Requests
Process Payment
for Service
Handle Customer
Complaints &
Inquiries
Receive & record
notification of
problems
Investigate &
resolve problems
Report Status of
Order
Handle general
inquiries
Support Customer
Bulk Orders
Advise customer
of bulk-order
issues
Manage
Customer Order
Quality
Support
customer bulk-orders
Prepare Customer
Transfer
Plan Transfer
Production
Prepare Transfer
Data
Prepare Transfer
Production
Prepare Transfer
Documentation
Consumable
Tools
Management
Specify Tools
requirements
Acquire & Locate
Consumable Tools
Maintain inventory of
Consumable Tools
Manage & Perform
maintenance of
Consumable Tools
Container & Label
Management
Specify container
requirements
Acquire & Supply
Containers
Manage & Perform
maintenance of
containers
Label Policy & Design
Manage Label Stock
Specify vehicle
requirements
Vehicle
Management
Purchase or Lease
vehicles (&
accessories)
Dispose of vehicles
Maintain inventory of
vehicles
Manage contracts
with fuel suppliers
Monitor payments to
fuel suppliers
Manage allocation of
vehicles to facilities
Manage vehicle
registration &
insurance
Prepare claims for
diesel & alternative
fuel grant
Manage
maintenance of
vehicles
Equipment
Management
Property
Management
Specify Property
Requirements
Acquire Property
Dispose of Property
Manage Building
Administration
Establish & Maintain
Relationships with
Licensees
Calculate Revenue due
from Licensees
Specify materials
requirements
Acquire & Locate
Materials
Maintain inventory
of Materials
Select & Manage
Asset Maintenance
Service Providers
Evaluate & select
Asset Maintenance
Service Providers
Establish & maintain
Asset Maintenance
Contracts
Monitor Service
Provider performance
Terminate Contract
Order Management
Facility / Infrastructure
Planning and Design
Attendance & Rostering Transport Operations
Facility / Infrastructure
Development
Operations Planning
& Scheduling
Customer Billing &
Payment
Operations Monitoring
& Control
NCR-Code
Management
Service Provider
Management
Customer Service
Management
Event Information
Management
Product Delivery
Production Operations
Facility Asset
Management
Facility Information
Performance
Management
Production Strategy
System Development &
Support Management
Property Management
Out of scope
Complete preparation
of orders into
consignments
Commence carrier
service
Carrier staff verify
consignment details & hand
over consignment to
contractor
Lodge consignments
with carrier
Verify / accept
consignment
Visit "trans-ship" port
Complete carrier
service
Receive & verify
consignments
Handle consignment
exceptions
Separate and store
containers etc. in preparation
for transport to facility
Domestic Carrier Transport
Operations
Transport Facility
Management
Time and
Attendance
Monitoring & Control
Review Facility
Performance & implement
improvements
Planning &
Scheduling
Staffing & Rostering
Check & Prepare
Delivery Vehicles
Document Handover
to Transport
Driver
Operate Vehicle for
Transport Runs
Deliver Container to
Customer
Capture
Non-Contractor
Delivery Events
Drop Off / Pick Up at
Facility Depot
Handle Customer
Returns
Planning & Monitoring of Carrier Services
Determine required
lodgement &
handover times
Receive new/
updated schedules
from carriers
Develop & maintain
carrier lodgement
schedules
Monitor carrier
services & provide
corrective action
Assess disputed/
late consignments
Capture Machine
Changes
Plan & Schedule
Operations
Staffing & Rostering
International Carrier
Transport Operations
Receive inbound
containers at origin
port
Handover outbound
containers at
destination port
Transport bond
containers from origin
port to destination port
NCR-Code
Updates
Capture Machine
Configuration
Changes
Capture Tool
Changes
Capture and Notify
NCR-Code Changes
Manage Post-
Production
Operations
Establish
Production Volumes
Time and
Attendance
Monitor Post-
Production
Operations
Corrective Action
Review Facility
Performance &
Implement
Improvements
Setup for
Non-Contractor
Delivery
Handle delivery
vehicle incidents
Setup for
Contractor
Delivery
Receive Container
from Contractor
Drop-Off
Receive Misdirected
Container from
Contractor
Deliver Container
via Contractor
Record errors &
notify customer
Store articles
Verify Customer
Pick-up
Handle
Undeliverables
(including missorts)
Calculate Priority
Delivery Charge
Capture Contractor
Delivery Events
Despatch Container
for Contractor
Pick-Up
Facility Administration
General
Administration
Industrial Relations
Manage Transport Sub-Contractors
Maintain Contractor
Service Information
Evaluate & Select
Transport
Contractors
Establish & Maintain
Transport Contracts
Monitor Contractor
Performance
Manage Payments
to Contractors
Terminate Contract
Select & Manage Agencies
Evaluate & Select
Agencies
Establish & Maintain
Contracts with
Agencies
Monitor Agency
Performance
Manage Payments
To/From Agencies
Terminate Contract
with Agency
NCR-Code Management
NCR-Data Strategy,
Policy &
Procedures
Maintain NCR
Information
Maintain Machine
Configuration Data
NCR Configuration
Improvement
Manage Machine-
Specific NCR
Configuration
NCR Code-Sharing
Management &
Support
Processing
Procedure, Policies
& Governance
Processing Strategy
& Design
Develop Processing
Plans
Manage Facility Information
Define Costing
Reference Data
Manage barcoding
standards, formats
& characteristics
Manage central
storage of event
information
Manage
inventory of
scanners
Manage central
storage of production
volumes
Performance
Management
Measurement of
Service Quality
Measure Financial
Performance
Measurement of
Resource Utilisation
Performance
Analysis
Production Systems
Initiate Project
Evaluate
Solutions
Finalise Project
Systems support
& maintenance
Develop /
Enhance System
Implement
System
Determine
business systems
strategies
Systems control
& Administration
Facility / Infrastructure Design &
Development
Specify Facility
Requirements
Model Proposed
Solutions
Select & Design
Preferred
Solution
Plan & Schedule
Facility
Development
Implement
Facility Changes
Production Planning
Determine prod’n
strategy &
direction
Capacity Planning
Investment
Planning
Legislative
Compliance
Production
Capacity Analysis
Develop business
perf. measures &
targets
Receive Transfers
at Facility
Transfers Damage
Check
Slotting /
Sequencing
Interleaving
Pre-Mould Verify
Slippage
Adjustment
Batch Alignment for
Moulding
Capture Processing
Events
Materials
Receipt and
Verification
Inspection of
inbound materials
Process “Under
Bond” Materials
Process Hazardous
Materials
Handover Materials
to Warehouse
Equipment
Maintenance
Handle Non-Valid
Orders
Prepare agency
consignments
Prepare product
for road transport
Inward Dock
Operations
Initial Preparation
Move Product
between
processing steps
Machine
Production
Order
Configuration
Stream orders
into production
batches
Manage batch
containers prior
to pick up
Manage business
performance &
operations
Manage Projects
Accept Inbound
Requests
Design, Specify &
Evaluate New
Equipment
Purchase/Dispose
Equipment &
Spares
Install & Relocate
Equipment
Develop
Maintenance
Strategies
Monitor & Optimise
Performance &
Reliability
Ensure Logistics &
OH&S Compliance
Manage Equipment
Configuration
Manage Technical
Documents &
Support Systems
Manage Inventory,
Repairs & Stores
Infrastructure
Capture
Consolidation
Events
Capture volumes
& machine
statistics
Plan & Schedule
Equipment
Maintenance
Perform & Reord
Equipment
Maintenance
Correct & Record
Equipment Faults &
Parts Usage
Monitor & Report
Maintenance
Compliance
Modify Equipment
Optimise
Equipment
Performance &
Reliability
Perform & Manage
Stores Function
Manage Technical
Documents
Maintain Technical
Help Desk
Layout and content
is identical to
Functional
Business Model
Colour-codes for
business-system
‘clusters’
Same colour-coding is used in detail-models, Information Systems Model
44. Business Systems Model
• Shows clusters on Functional Business Model
• clustered activities perform similar functions or share a
lot of information
• each cluster is called a business system
• Groups together activities that are likely to be
supported by the same information systems
• leads to purchase or development of computer
systems that do not overlap in functionality
• Overview model: colour-coded Function Model
• Detailed model for each Business System
• model includes text descriptions of business systems
45. Business System detail
Business System Model – Production Operations (Main Facility)
Machine
Preparation
Transport
Operations
containers
of product
machinable product
machinable product
production plan
completed
product
non machinable
product
rejected
product
non-valid orders
non machinable product
production plan
Complete
preparation of
consignments
Transport
Operations
product
volumes
& machine
statistics
Event Information
Management
machine statistics
material flow data flow
production statistics
Manual
Preparation Move Product
between
processing steps
Moulding
Facility
Information
mould plan
pre-moulded
product
completed product
Handle Non-Valid
Orders
product in
containers
completed product
Facility
Information
machine statistics
Inward Dock
Operations
Order
Configuration
containers
of product
product for
road transport
agency / licensee
consignments
tagged
product
consignment
ready for
handover
to carrier
Prepare agency
consignments
Prepare product
for road transport
Operations
Planning &
Scheduling
plans and schedules
result
image
production
configuration
production
configuration
product for agency
non-valid orders
all activities
Order
Management
accepted order
(where acceptance
occurs at same location)
pre-coded orders
NCR-Code
Management
machine-specific
configuration
machine-specific
configuration
licensee
consignments
product plans,
Initial Preparation
Machine
Production
Operations
Monitoring &
Control
Corrective
Action
all activities
Icons indicate
process-types:
Manual
processes
Machine
processes
IT-based
processes
Mixed
processes
46. Information Systems Model
Performance Management NCR-Code Management
NCR-Code
Management
Customer Service Management
Product Service
Performance
Reporting &
Asset
details
Network nodes,
product path
Vehicle
statistics
Transport
Service
Demand
Central
Management
of Event
Information
NCR-code data
Similar overall layout to Functional Business Model
Same colour-coding as Business Systems Model
Machine-code Management
NCR-Code
Management
Services
Process
Transfer Order
pre-mill before mould
(unrepresented Business Systems assumed to need no Information System support)
Machine-
Configuration
NCR-Code
Software
Approval
NCR-Code file
NCR
Configuration
NCR-Code
Machine-class data
Machine-code
Requests
for new code-sets
Operations Monitoring & Control
Production
Monitoring
(Inb’d / Outb’d)
Transport
Monitoring
Production
Monitoring
(Processing)
Order Management
Automated
Transfer
Preparation
Transfer Quality
Management
Customer Order
Quality
Assurance
Prepare Transfer
Production
Generate
Planned
Transfer Data
Barcode
issues
Transfer
volumes
(planned
& actual)
Accept Request
Customer
Accept Other
Request
Partner Items
Management
Core service details
Other service details
Customer details
Service performance
by product
Analysis
Infrastructure
Performance
Reporting &
Analysis
Production
Performance
Performance
Reporting
(Inbound/
Outbound)
Facility
Performance
Reporting
(Processing)
Transport
Performance
Reporting
Inbound/outbound
performance Processing
performance
Transport
performance
Infrastructure performance,
performance measures & targets
Performance
details
Service provider
details &
arrangements
Production Processing Operations
post-mould
Milling
Machine
Manage
Customer
Transfers
Shaping
Machine
Pre-Despatch
Moulding
Produce
Container
Labels
Robot
Transfer
Auto-
Rectify
Pre-Sort
Machine
Manage
Materials
Storage
partial
mould
rectified
mould
tag and pre-sort
Tray
Management
System
Facility Asset Management
Fleet
Management
Facility Asset
Inventory
Management
Facility Asset
Maintenance
Management
Scanner
Management
Spare Parts
Management
Facility
Asset
Asset
details
Asset maintenance
faults & parts usage
Vehicle
details
Scanner
details
Materials details
& parts usage
Parts re-supply
& distribution
Facility Information Management
Maintain Basic
Reference Data
Maintain Costing
Reference Data
Maintain
Facility
Structure
Production
Plans
Management
Reference
data
Basic
reference
data
Costing
reference data
Network nodes,
product path
Reference
Data
Production
Structure
Product
plans
Operations Planning & Scheduling
Determine
Production
Volumes
Production
Volume
Forecasting
Production
Planning
(Inb’d/Outb’d)
Transport
Scheduling
Production
Planning
(Processing)
Plans &
Schedules
Daily plans
(inb’d / outb’d)
Daily plans (processing)
Daily
volume
forecasts
Expected
volumes
(from orig. facility
or bulk orders)
Volumes
expected from
processing facility
(today)
Daily
volume
forecasts
Work
requirements
(ongoing &
ad hoc)
Transport
schedules
Service Provider Management
Service
Provider
Management
Service
Provider
Licensee
Management
Maintain
Geographic
Information &
Maps
Facility / Infrastructure Planning & Design
Attendance & Rostering
Rostering
Time &
Attendance &
Labour Usage
Daily
Rosters
Attendance
& Rostering
Daily
Rosters
Attendance &
actual
labour usage
Event Information Management
Production volumes
& machine statistics
Capture
Transport Run
Events
Capture
Production
Events
Capture Prod’n
Volumes and
Machine
Statistics
Machine &
Asset Event
Transport
events
Production
events
Events
Onboard
Vehicle Data
Capture
Facility
Modelling &
Optimisation
Machine
Records
Machine statistics
Corrective
Action
Management
Counter Order
Delivery
Management
Missort &
Reject
Analysis
Counter order
details
Network nodes,
product path
Information Systems Integration
Report Service
Status to
Customer
Customer
details
Operations
Process
Outbound
Transport
Customer Interface
Customer
Accept
Facilities
Manage Production
(or across all functions)
Plans & schedules
Attendance & labour usage
Events
Events
Service Provider
performance
Attendance &
labour usage
Facility information
Facility
information,
production plans
NCR-codes
and machine
configurations
Facility
information
Facility
information &
reference data
Track events
Asset costs, unavailability, faults
Production
volumes & events
Lodgement volumes & events
Asset maintenance performed
by service providers
Service provider events
Carrier
arrangements
Asset availability
Product
volumes
NCR &
production
plans
Asset events
NCR-codes
and machine
configuration
Issues
Issues
Transport
incidents
47. Information Systems Model
• Identifies chunks of IT functions required to
support each Business System
• each chunk is an information system
• Information systems do not imply what IT
application will be used
• describe broadly what we want IT apps to do
• Define information systems for the whole without
reference to existing IT applications, to ensure:
• apps perform functions that make sense to do together
• apps do not overlap in functionality
• apps cover all the functionality we require
48. Practice: Clustering
For your present change-processes…
• Do you use a clustering-model to guide
mapping of interdependencies, and inter-project
scheduling, in the roadmap?
• If yes, what clusters do you use? With what
boundaries? For what purposes?
• If no, what differences might the use of a
clustering-model make?
Review potential usage in your change-process.
50. A spectrum of uncertainty
ORDER
(a sense of ‘the known’)
UNORDER
(a sense of ‘the unknown’)
We need governance that can adapt to work
with the full spectrum.
51. One of the hardest parts
of working with uncertainty
is to build the right balance
between known and unknown
- between backbone and edge.
53. Backbone and edge
order
(rules do work here)
unorder
(rules don’t work here)
fail-safe
(high-dependency)
safe-fail
(low-dependency)
analysis
(knowable result)
experiment
(unknowable result)
Waterfall
(‘controlled’ change)
Agile
(iterative change)
BACKBONE EDGE
54. Backbone, domain and edge
order unorder
BACKBONE
fail-safe
(high-dependency)
EDGE
safe-fail
(low-dependency)
plan
actual
Waterfall
(‘controlled’ change)
Agile
(iterative change)
Mixed
(guided change)
analysis
(knowable result)
DOMAIN
experiment
(unknowable result)
55. Choices:
Everything we place in the backbone
is a constraint on agility;
anything we omit from the backbone
may not be dependable.
It’s not an easy trade-off…
56. Vision and values
are always part of the backbone:
values as ‘shared-services’.
57. A spectrum of services
also implies
a spectrum of governance:
governance of governance itself.
58. Practice: Stability
For your architecture project-portfolio…
• Which elements and services fit more in
backbone, domain or edge?
• What governance should be applied to
each: Waterfall, Agile, Mixed?
• If Mixed, how would the appropriate mix be
identified and governed?
Use your answers to guide design-choices
60. Everything changes
Which means we’ll need
to design for change
– design for change, not against it
61. Pace-layering (and more)
Different elements change at different
rates – from days to decades.
Different elements have different lifetimes
– from nanoseconds to centuries.
Different elements reference other
elements that have different rates of
change, and different lifetimes.
It gets kinda complicated…
62. We need
governance.
(Okay, it’s not a popular word...
but we do have to face it,
otherwise nothing works...)
63. Waterfall?
or Agile?
or what?
(the only thing that’s certain is that
one-size-doesn’t-fit-all...)
64. A practical answer:
All of them, together
(Waterfall, Agile and Mixed)
again using the architecture-pattern of
backbone and edge...
66. Practice: Change
For your architecture and its roadmap…
• How does each element change over time,
and why?
• How do you manage migration into and out
of the backbone?
• What governance is needed to manage
this, and governance of governance itself?
Use your answers to guide governance-choices
68. “Let’s take a quick SCAN of this…”
Complicated Ambiguous
Simple Not-known
NOW!
certain uncertain
before
69. Making sense of complexity
Use context-maps such as SCAN
to identify
what may or must change
what is or is not certain
how these vary over time
and what to do with each
70. Plan versus action
before
NOW!
‘Complicated’
PLAN
edge of
action
ACTION
‘Simple’
certain uncertain
72. Plan and action
before
NOW!
‘Complicated’
PLAN
rules and action)
ACTION
‘Simple’
(we need feedback
loops between plan
realities
certain uncertain
73. Theory and practice
before
NOW!
THEORY
What we plan to do, in the expected conditions
What we actually do, in the actual conditions
PRACTICE
certain uncertain
74. Theory and practice
before
NOW!
“In THEORY,
there’s no difference
between theory
and practice…
…in PRACTICE,
there is!”
certain uncertain
78. Take control! Impose order!
“Insanity
is doing
the same thing
and expecting
different results”
(Albert Einstein)
ORDER
(IT-type rules do work here)
certain uncertain
79. Order and unorder
“Insanity
is doing
the same thing
and expecting
the same results”
(not Albert Einstein)
ORDER
edge of
uncertainty
(IT-type rules do work here)
UNORDER
(IT-type rules don’t work here)
“Insanity
is doing
the same thing
and expecting
different results”
(Albert Einstein)
certain uncertain
80. Same and different
A quest for certainty:
analysis, algorithms,
identicality, efficiency,
business-rule engines,
executable models,
Six Sigma...
SAMENESS
(IT-systems do work
well here)
An acceptance of
uncertainty:
experiment, patterns,
probabilities, ‘design-thinking’,
unstructured
process...
UNIQUENESS
(IT-systems don’t work
well here)
certain uncertain
81. A bunch of similar spectra…
predictability unpredictability
high-probability low-probability
standardised
customised unique
high-dependability low-dependability
reusability bespoke
low rate of change high rate of change
82. Certain and uncertain
before
NOW!
‘Complicated’
(EVALUATE)
(we need feedback
loops between analysis
and experimentation)
‘Ambiguous’
(EXPERIMENT)
questions
edge of
uncertainty
answers
certain uncertain
87. Many meanings of
‘Complexity’…
(and of ‘Chaos’ or ‘Chaotic’, too)
– we need to embrace them all
(not make the Simplistic assertion
that only one kind is ‘the real complexity’…)
88. Complexity: they’re both right…
Roger Sessions:
“eliminate
complexity!”
(Simple Iterative
Partitions; Snowman)
SAMENESS
(most IT-type models
do work well for this)
John Seddon:
“embrace
complexity!”
(Vanguard Method;
‘failure-demand’)
UNIQUENESS
(most IT-type models
don’t work well for this)
certain uncertain
89. NOTE:
‘self-similar’ is not the same as
‘the same’…
‘high-probability’ does not mean
‘will always happen’…
‘low-probability’ does not mean
‘will never happen’…
90. Use the right tactics
for each domain...
don’t mix them up!
91. The real
challenge…
CC-BY-NC-SA grrrl via Flickr
“Accept the burden
of uncertainty…
be comfortable
with being
uncomfortable.”
92. Linking it all together
NOW!
‘Complicated’
(EVALUATE)
rules edge of
action
‘Simple’
(ENACT)
‘Ambiguous’
(EXPERIMENT)
principles
edge of
realities innovation
‘Not-known’
(EXPLORE)
questions
edge of
uncertainty
answers
fears
edge of
panic
options
news
certain uncertain
before
93. Common themes in each domain
order unorder
SIMPLE
(enact)
regulation
rotation
(rules)
NOT-KNOWN
(explore)
reframe
rich-randomness
(principles)
COMPLICATED
(evaluate)
reciprocation
resonance
(algorithms)
AMBIGUOUS
(experiment)
recursion
reflexion
(patterns, guidelines)
NOW!
plan
actual
certain uncertain
before
94. Practice: Complexity
For your enterprise-architecture roadmap…
• What are the inherent-uncertainties within
the scope of your current business-change?
• How do you distinguish between inherent-uncertainty,
versus mere poor execution?
• How do you work with the uncertainty and
complexity, rather than trying to ‘control’ it?
Use your answers to guide governance-choices
96. Budgeting: time and cost
Projects on the roadmap need budgets of
time and cost – yet which also allow for
interdependencies, uncertainties, pace-layering
and other variances
‘Decision-dartboard’ is an adaptation of
SCAN to help with this type of budgeting,
developed by Kai Schlüter at Danfoss
97. SCAN framework
order unorder
SIMPLE
(enact)
regulation
rotation
(rules)
NOT-KNOWN
(explore)
reframe
rich-randomness
(principles)
COMPLICATED
(evaluate)
reciprocation
resonance
(algorithms)
AMBIGUOUS
(experiment)
recursion
reflexion
(patterns, guidelines)
NOW!
plan
actual
certain uncertain
before
98. SCAN as ‘decision-dartboard’
order unorder
NOW!
plan
actual
certain uncertain
before
NOT-KNOWN
“don’t know if it’s possible”
budget as risk
with predefined exit-condition
(unknown time/cost/result)
COMPLICATED
“will require calculation”
budget as
pre-assessed estimate
(variant time/cost, known result)
AMBIGUOUS
“assess for best option”
budget as Agile-type
experiment-series
(known time/cost, variant result)
SIMPLE
“we know how to do this”
budget as
predefined item
(known time/cost/result)
99. Practice: Budgeting
Throw each task at a ‘decision-dartboard’…
• Simple: “we know how to do this”
• identify fixed cost, time, and required result
• Complicated: “will require calculation”
• identify expected variance in time and cost
• Ambiguous: “assess for best option”
• identify options to assess, time/cost budget
• Not-known: “don’t know if it’s possible”
• identify risk-tolerance, initial-budget and go/no-go
Use your answers to guide schedule/budget choices
102. Why skills are needed…
What is always going to be
uncertain or unique?
What will always be ‘messy’?
(‘Messy’ – politics, management, inherent-uncertainty,
wicked-problems, ‘should’ vs ‘is’, etc.)
What will need new interpretation
and understanding?
Wherever these occur,
we’re going to need human skill…
106. DON’T WORRY:
Yes, ‘control’ is an illusion…
but influence is not an illusion…
That’s why politics, soft-skills
and respectful relations
are so important here…
107. One important proviso:
you’ll need support ‘from the top’…
- probably all the way to senior executive -
…you’ll need that authority, to bridge
across silos, talk with anyone, and more.
(Without that high-level support, this change-journey
may well be going nowhere…)
108. ‘The Dance
of Change’
Peter Sengé et al.
(Nicholas Brealey
Publishing, 1999;
ISBN 1-85788-243-1)
Describes the key
‘people-issues’
that arise during
transformative
change, and what to
do about them
109. ‘The Dance of Change’
• The challenges of initiating
• Not enough time
• No help (Coaching and support)
• Not relevant
• Walking the talk
• The challenges of sustaining
• Fear and anxiety
• Assessment and measurement
• True-believers and non-believers
• The challenges of redesigning and rethinking
• Governance
• Diffusion
• Strategy and purpose
110. The role of consultants
External-consultants are useful to help
in building the skillsets and competence
of architects and other internal-consultants…
but that need for deep social-networks
within the organisation usually makes
it unwise to use external-consultants
to do the architecture-governance itself.
111. Practice: People
For the change-context of your roadmap…
• Who are the stakeholders in this change?
• What soft-skills do you need, for this to work
well? Do you have these skills?
• What are the politics and relations you need
– all the way from ‘the top’ to ‘the bottom’?
• How will you manage the Dance of Change?
• What appropriate role for consultants here?
Use your answers to guide governance-choices
113. Simple changes
have roadmaps like
city streets…
…that story of change
is quite easy to
describe and explain…
…mapped out in terms
of (time)-horizons and
simple cross-dependencies
114. Large-scale change is
more like setting out
to explore an
uncharted ocean…
…it needs a different kind
of planning…
…a different kind of
story…
115. A real example
Major business-transformation
project
(c.5 years, US$100mil)
Model developed by and provided
courtesy of Ondrej Gálik
117. Essentials for the journey…
Platform for change: tools, systems,
processes, models, records, funds,
resources
People for change: skills, experience,
teamwork, commitment; tools for
sensemaking, decisions, governance
Guidance for change: maps of the
known (as-is) and ideal (to-be); rules,
principles, navigation, ‘guiding-star’
120. Practice: Change-story
For a current transformation-project…
• How would you create a sense of urgency and desire
for change – a ‘burning land’?
• What are the fundamentals for the journey – the ‘ship’,
the platform for change; the ‘crew’ and their skills; the
map, the compass, the guiding-star?
• How would the story show how to traverse through
uncharted waters – and any ‘here be dragons’ places?
• How would you describe how to know when you’ve
arrived at the right destination?
How would you describe your EA change-story?
121. Summary: EA Roadmaps
• Interdependencies
• maturity-model, clustering, backbone and edge, pace-layering
• Complexity and uncertainty
• Plan and action, order and unorder, volatility, tame vs wild
• Scheduling and budgeting
• Backbone and edge, ‘decision-dartboard’
• Engaging people in change
• Soft-skills and politics, ‘the dance of change’, governance
• Creating a shared-story
• ‘Burning lands’, across uncharted waters, safe harbour
124. Further information:
Contact: Tom Graves
Company: Tetradian Consulting
Email: tom@tetradian.com
Twitter: @tetradian ( http://twitter.com/tetradian )
Weblog: http://weblog.tetradian.com
Slidedecks: http://www.slideshare.net/tetradian
Publications: http://tetradianbooks.com
Books: • The enterprise as story: the role of narrative in enterprise-architecture
(2012)
• Mapping the enterprise: modelling the enterprise as services
with the Enterprise Canvas (2010)
• Everyday enterprise-architecture: sensemaking, strategy,
structures and solutions (2010)
• Doing enterprise-architecture: process and practice in the
real enterprise (2009)